ST.

MARY’S UNIVERSITY

SCHOOL OF GRADUTE STUDIES

THE EFFECTIVENESS OF PROJECT QUALITY

MANAGEMENT PRACTICES AND THEIR
CHALLENGES IN BOLE AIRPORT EXPANSION
PROJECT

BY

Heran Mamo

July, 2023

ADDIS ABABA, ETHIOPIA

 THE EFFECTIVENESS OF PROJECT QUALITY
MANAGEMENT PRACTICES AND THEIR
CHALLENGES IN BOLE AIRPORT EXPANSION
PROJECT

BY
HERAN MAMO

A THESIS SUBMITTED TO ST. MARY’S UNIVERSITY, SCHOOL OF

GRADUATE STUDIES IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MASTER OF PROJECT
MANAGEMENT

July, 2023
Addis Ababa, Ethiopia
 ST. MARY UNIVERSITY
SCHOOL OF GRADUATE STUDIES FACULTY
OF BUSINESS

THE EFFECTIVENESS OF PROJECT QUALIT MANAGEMENT

PRACTICES AND THEIR CHALLENGES IN BOLE AIRPORT
EXPANSION PROJECT
BY

HERAN MAMO

Approved by the committee of examiners

Department head Signature Date

_____________________ ____________ __________

Advisor Signature Date

_____________________ ____________ __________

Internal examiner Signature Date

_____________________ ____________ __________

External examiner Signature Date

_____________________ ____________ __________

 DECLARATION
I, the undersigned, declare that this thesis is my original work; prepared under the
guidance of Yilkal Wassie (Asst. Prof.). All sources of materials used for the thesis have
been duly acknowledged. I further confirm that the thesis has not been submitted either
in part or in full to any other higher learning institution for the purpose of earning any
degree.

Name Signature

Heran Mamo _______________

St. Mary ‘s University, Addis Ababa July, 2023

i
 ENDORSEMENT
This thesis papers are submitted to St. Mary’s University, School of Graduate Studies for
examination with my approval as a university advisor.

_____________________ __________

Advisor Signature

St. Mary’s University, Addis Ababa July, 2023

ii
 ACKNOWLEDGEMENT

First of all, I would like to give my glory and praise to the Almighty God for giving me the strength
and bravery to complete this task. Next, I would like to express my sincere gratitude to my advisor,
"Yilkal Wassie (Asst. Prof.)" for his invaluable guidance, constructive feedback and continuous
support throughout the course of this research. I would also like to thank all organizations and
individuals who contributed directly or indirectly by providing the necessary materials and support
for realization of this research.

Finally, I am forever indebted to my beloved parents for their understanding, endless patience and
encouragement when it was most required. Many thanks and appreciations also go to everyone
who helped make the study a success by providing their support.

Thank you!

iii
 Table of Contents

ACKNOWLEDGEMENT ............................................................................................................. iii

List of Acronyms .......................................................................................................................... viii

List of Tables .................................................................................................................................. ix

List of Figures ................................................................................................................................. x

ABSTRACT ................................................................................................................................... xi

Chapter One..................................................................................................................................... 1

Introduction ..................................................................................................................................... 1

1.1 Background of the study ....................................................................................................... 1

1.2 Statement of the problem ...................................................................................................... 3

1.3 Research Questions ............................................................................................................... 7

1.4 Objectives of the study .......................................................................................................... 7

1.4.1 General objective............................................................................................................ 7

1.4.2 Specific objectives.......................................................................................................... 7

1.5 Significance of the study ..................................................................................................... 7

1.6 Scope of the study ............................................................................................................ 8

1.7 Limitations of the Study ........................................................................................................ 8

1.8 Organization of the study ...................................................................................................... 9

Chapter Two .................................................................................................................................. 10

Review of related Literature .......................................................................................................... 10

2.1 Concepts and definition .................................................................................................. 10

2.1.1 Project and Project management overview ............................................................. 10

2.1.2 Project quality management .................................................................................... 10

2.1.3 Project Quality management processes ....................................................................11

iv
 2.1.3.1 Quality planning ........................................................................................................ 12

2.1.3.2 Quality Assurance ................................................................................................ 13

2.1.3.3 Quality Control .................................................................................................... 14

2.1.4 Effective project quality management practices ..................................................... 16

2.1.4.1 Top Management commitment ............................................................................ 16

2.1.4.2 Employee Involvement ........................................................................................ 18

2.1.4.3 Client or Customer Focus .................................................................................... 19

2.1.4.4 Continuous Improvement .................................................................................... 19

2.1.4.5 Communication and Interaction .......................................................................... 19

2.1.4.6 Employee Training .............................................................................................. 20

2.1.5 Challenges in Effective Quality Management Practices ......................................... 20

2.1.6 Best practices, guidelines, or international standards in project quality

management .......................................................................................................................... 21

2.1.7 Advantages of using best practices in project management .................................... 22

2.2 Theories Related to the Study......................................................................................... 23

2.3 Empirical Study .............................................................................................................. 25

2.4 Research Gap .................................................................................................................. 27

2.5 Conceptual framework of the study ............................................................................... 28

Chapter Three ................................................................................................................................ 29

Research Design and Methods ...................................................................................................... 29

3.1 Study Context ................................................................................................................. 29

3.2 Research Design ............................................................................................................. 29

3.3 Research approach .......................................................................................................... 30

3.4 Target Population and Sample design ............................................................................ 30

3.4.1 Population of the study............................................................................................ 30

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 3.5 Data gathering tools ........................................................................................................ 31

3.6 Data gathering procedure ............................................................................................... 31

3.7 Method of data analysis .................................................................................................. 31

3.7.1 Descriptive Analysis................................................................................................ 31

3.8 Validity and Reliability of the Instruments ..................................................................... 32

3.9 Ethics Consideration ....................................................................................................... 33

Chapter Four .................................................................................................................................. 35

Results and Discussion .................................................................................................................. 35

4.1 Analysis and discussion .................................................................................................. 35

4.2 Descriptive Analysis of Sample Characteristics ............................................................. 35

4.3 Questions regarding Quality Management Practices ..................................................... 37

4.4 Project quality management process .............................................................................. 38

4.4.1 Quality Planning questions ..................................................................................... 38

4.4.2 Quality Assurance ................................................................................................... 40

4.4.3 Quality Control........................................................................................................ 41

4.5 Project quality management practices ............................................................................ 43

4.5.1 Top Management Support ....................................................................................... 43

4.5.2 Commitment ............................................................................................................ 45

4.5.3 Communication ....................................................................................................... 46

4.5.4 Regular budget update............................................................................................. 48

4.5.5 Resource related ...................................................................................................... 49

4.5.6 Client or customer focus ......................................................................................... 51

4.5.7 Continuous improvement ........................................................................................ 52

4.6 Effective quality project management practices’ challenges .......................................... 54

Chapter Five .................................................................................................................................. 55

vi
Summary, Conclusion and Recommendation ............................................................................... 55

5.1 Summary of the study..................................................................................................... 55

5.2 Conclusion of the study .................................................................................................. 56

5.3 Recommendation ............................................................................................................ 56

5.4 Future research ............................................................................................................... 57

Reference ................................................................................................................................... 58

APPENDIX ................................................................................................................................... 61

vii
 List of Acronyms

AABIA: Addis Ababa Bole International Airport

AI: Artificial Intelligence

Gantt: Graphical Representation of Activity Against Time

ICT: Information and Communication Technology

IOT: Internet of Technology

ISO: International Standard Requirement

IT: Information Technology

PERT: Program Evaluation and Review Technique

PMBOK: Project Management Book of Knowledge

PMI: Project Management Institute

PQM: Project Quality Management

QA: Quality Assurance

QC: Quality Control

QM: Quality Management

QMS: Quality Management System

TQM: Total quality management

VIF: Variance Inflation Factor

viii
 List of Tables
Table 3.1: Reliability Result of the Constructs ........................................................................................... 29

Table 4.1: Response Rate .............................................................................................................. 35

Table 4.2: Demography of the study ............................................................................................. 35
Table 4.3: Quality management practices ..................................................................................... 37
Table 4.4: Quality planning ........................................................................................................... 38
Table 4.5: Quality assurance.......................................................................................................... 40
Table 4.6: Quality control .............................................................................................................. 41
Table 4.7: Top Management Support ............................................................................................ 43
Table 4.8: Commitment ................................................................................................................. 45
Table 4.9: Communication ............................................................................................................ 46
Table 4.10: Regular budget update ................................................................................................ 48
Table 4.11: Resource related ......................................................................................................... 49
Table 4.12: Client or customer focus............................................................................................. 51
Table 4.13: Continuous improvement ........................................................................................... 52

ix
 List of Figures

Figure 2.1: Project Quality Management Overview .................................................................................. 12

Figure 2.2: Conceptual Framework............................................................................................................ 28

x
 ABSTRACT

This study aimed to assess the effectiveness of project quality management practices and their
challenges in Bole Airport expansion project. to select participants for the study. The descriptive
research design allowed the researchers to gather detailed information about the variables under
investigation, while the quantitative data collection approach provided numerical data for
statistical analysis. Additionally, the purposive sampling design helped ensure that participants
with specific characteristics relevant to the research objectives were included in the study. The
quantitative data were collected from 60 participants using a structured questionnaire The data
were analyzed using descriptive statistics. Frequency and percentage were done to present the
result. The result revealed that from the 7 variables, respondents agreed on their importance of the
five variables, whilst the respondents neither agree nor disagree in their importance of the two
variables. The two variables are involvement of top management and client’s involvement. The
findings revealed that the project quality management practices in Bole Airport expansion project
were highly effective. The study also identified same challenges that affected the project quality
management practices, such as lack of clear understanding of quality and low in implementation
of quality assurance and control. In conclusion, the study revealed a high response rate and
identified key variables of quality management, including the quality management processes. The
project quality management practices in Bole Airport expansion project need to be improved by
addressing the identified challenges. Based on these findings, it is recommended to ensure
consistent implementation of quality management practice throughout the organization.

Key Words: Quality, quality management, quality planning, quality assurance, quality control

xi
 Chapter One
Introduction
1.1 Background of the study
Maintaining satisfactory levels of quality in construction refers to maintaining long-term
competitiveness and organizational survival for the business by satisfying client demands (Hailu,
2016). According to PMI (2014), the term "quality management" as applied to the construction
industry encompasses concepts like quality control, quality confirmation, quality enhancement,
quality measures, and so forth. Additionally, they discovered that the earliest type of formal quality
management practice in construction dates back to ancient Greece and Rome.

A recent change in the business economy, driven by globalization, digitization, competition,

customer customization, and networked labor, have been huge. The newest tech - the internet,
Internet of Things (IoT), big data, artificial intelligence (AI), Web 3.0, 5G, Wi-Fi 6, and cloud
computing have changed the way people work and do business. As a result, construction industries
have moved from total quality management to Quality 4.0. Quality 4.0 looks at aligning quality
management with Industry 4.0 tech like AI and digitalization to achieve efficiency and
performance. With Quality 4.0, you can reduce costs and increase customer satisfaction through
early defect detection and root cause elimination, and get products to market faster. Quality 4.0
also helps you get better info in real time, handle advanced tasks faster, and control quality with
advanced systems for automatic quality monitoring and improvement. (Maganga and Taifa, 2023).

The ability to perform daily tasks in entirely new ways is provided by Quality 4.0. By increasing
operational effectiveness and product design, lowering non-conformance and defect rates, and
ensuring on-time deliveries. Quality 4.0 can significantly lower quality costs (Antony et al., 2023).
Because early defect detection and root cause elimination speed up the time to market for products,
it can also improve responsiveness and customer satisfaction. According to Antonny et al., (2023)
the main benefits of Quality 4.0 are related to the application of real-time and continuous
monitoring systems, defect prediction systems, in-line intelligent quality control, and total
inspection solutions (Antony et al., 2022, 2023). As a result, previously unavailable information is
now accessible in real time, complex tasks can be handled more quickly, and control can be
obtained through sophisticated systems for continuous quality monitoring and enhancement
(Maganga and Taifa, 2023).
1
Harris and McCaffer (2001) assert that quality management practices include all actions taken by
managers to ensure that their quality plans are carried out, including quality control, quality
affirmation, and quality improvement (Werku & Jha, 2016). Additionally, PMI (2014) found that
construction organizations have increasingly embraced quality management in their quest to
address quality issues and satisfy client requirements. Quality has continued to stand out among
the factors used to determine whether a project has succeeded or fail. All parties involved in
construction projects now have a fundamental obligation to work consistently toward achieving
an acceptable quality standard (Hailu, 2016).

According to Harris and McCaffer (2001), a project's quality execution is defined as the ability to
deliver the building or structure within the specified timeframe, budget, and quality standards
while also achieving a level of customer satisfaction that is deemed to be acceptable. Additionally,
Hailu (2016) advises that quality execution upgrades are necessary to increase a contractor's
effectiveness and profitability while also boosting customer satisfaction. Delivering high-quality
tasks isn't an extravagance; rather, it's a crucial part of carrying out project designs with adequate
supervision to ensure project success (Veitch, 2018). According to PMI, (2013), construction
projects waste a respectable amount of time, money, and resources due to ineffective or nonexistent
quality management methods. The construction industry has faced numerous detractors over the
years for its subpar performance and lack of profitability in comparison to other industries
(Ashokkumar, 2014).

Although project management practices are becoming more visible and significant to
organizations, it is still a very challenging endeavor (Mir & Pinnington, 2014). According to The
Chaos Manifesto (2015) by The Standish Group International, only 29% of all the projects
surveyed in the information and technology (IT) sector of activity in 2015 were successful, 52
percent of projects were challenged (late, over budget, or with fewer features and functions than
required), 19 percent failed (cancelled before completion, delivered but never used), and 89
percent were delivered on time, within budget, and with all necessary features and functions.
Nevertheless, these findings demonstrate an improvement in project success rates since 2008,
when the success rate was only 32% (The Standish Group, 2015).

2
Ethiopia has had issues with construction quality for a very long time. Infrastructure and other
development projects receive a yearly budgetary allocation that is quite large. The quality
outcomes of the projects' failure to fulfill the necessary standards lead to defective construction.
Due to the requirement for maintenance and problem solving, additional investments are required
(PMI, 2008).

1.2 Statement of the problem

Practitioners refer to project management bodies of knowledge as "best practice" manuals for what
the discipline entails. The collective knowledge in the field of project management is referred to
as the project management body of knowledge (Peng, Junwen, & Huating, 2007). This knowledge
includes both established conventional practices that are frequently used and innovative practices
that are currently being adopted by the profession. The foundation of attempts to systematize
project management knowledge through bodies of knowledge is the assumption that there are
observable patterns and generalizations from which replicable rules, controls, and guidelines for
"best practices" can be established, even if not in every situation. Due to its extensive usage in the
context under study, the PMBOK Guide has been used as the study's primary source. The best
project management techniques, according to Kerzner, (2015), result in increased business value,
better benefit management activities, and greater benefit realization. The success of a project
depends on effective project management techniques (Badewi, 2016).

Ethiopia's official construction industry is composed of a large number of native businesses as well
as numerous significant foreign civil engineering and construction businesses. The majority of
Ethiopia's micro entrepreneurs, who mostly work in the unofficial sector, are found in the country's
construction industry, where they make up a sizable portion of the workforce. Significant public
and private infrastructure expenditures have helped the sector and sped up Ethiopia's economic
progress (Veitch, 2018).
It is crucial to recognize that one of the construction industry's main strengths is its ability to
contribute to national output, which fosters the expansion of other sectors, while also keeping in
mind that the industry plays a significant role in the socioeconomic development of the country
and that this role has a significant impact on all economic activities both directly and indirectly.
However, a number of problems and difficulties are limiting the performance of the construction

3
industry, including widespread corruption, significant cost and time overruns, a lack of
consistently updated rules and regulations of the industry, the absence of a construction industry
policy, and a lack of effective rules and regulatory mechanisms that help ensure compliance with
various industry factors (EEA, 2008).

For a project to achieve its goals, there are precise steps that must be taken. Wideman (1999:2)
defines a practice as "a strategy, approach, method, instrument, or technique that is particularly
effective in enabling an organization to fulfill its objectives for managing a project." It is
considered that there are a few widely accepted project management principles that make project
management better and more distinctive, regardless of the type of business or project.

Construction projects usually encounter obstacles in developing nations generally, and Ethiopia in
particular. In Ethiopia, 79.06 percent of projects had been unsuccessful in their endeavors.
Implementation delays, inflated project returns, and poor workforce quality of projects were
revealed to be statistically significantly responsible for projects failing to fulfill their targets
(Lemma, 2014).

Project management performance is improved overall by the application of best practices for
project quality management. It is essential for a project to follow project quality management best
practices in order to meet the client's requirements and advance the industry.

The Federal Democratic Republic of Ethiopia has seen a tremendous development with the
expansion of Addis Ababa Bole International Airport (AABIA Expansion Project). The nation's
best interests as a landlocked country are served by this expansion project. The difficulties of this
enormous project and other national megaprojects are vital for overseeing the nation's project
management procedures, and they may also have a subdued effect on the advancement of the
country. This research evaluates the effectiveness of project quality management practices and
their challenges for the "Addis Ababa Bole International Airport Terminal Expansion Project,"
which was financed and constructed by Chinese government. The study also assesses the perceived
project quality as well as the effectiveness of the integration of the independent variables into the
quality management system.

4
Bole Airport expansion project is a strategic initiative to enhance the capacity and competitiveness
of the airport as a regional hub for air transport. The project consists of building a new passenger
terminal, expanding the existing runway, upgrading the air traffic control system, and improving
the airport facilities and services. The project started in 2013 and is expected to be completed by
2022. The project is funded by the Ethiopian government and the Export-Import Bank of China,
and is executed by China Communications Construction Company (CCCC).

The effectiveness of project quality management practices in Bole Airport expansion project can
be evaluated based on the following criteria: customer satisfaction, stakeholder satisfaction,
compliance with requirements and standards, prevention of defects and errors, continuous
improvement, and cost-benefit analysis. Based on these criteria, we can identify some of the best
practices that have been implemented in the project, such as:

- Establishing a clear and comprehensive quality management plan that defines the quality
objectives, policies, procedures, roles and responsibilities, tools and techniques, and
performance indicators for the project.
- Conducting regular quality audits and inspections to verify the conformity of the project
deliverables and processes with the quality requirements and standards.
- Implementing quality assurance and quality control measures to ensure that the project
deliverables meet the specifications and expectations of the customers and stakeholders.
- Applying quality improvement methods such as root cause analysis, corrective and preventive
actions, lessons learned, and feedback mechanisms to identify and eliminate the causes of
nonconformities and enhance the quality performance of the project.
- Integrating quality management with other project management processes such as scope
management, time management, cost management, risk management, communication
management, and procurement management to ensure alignment and coordination of the
project activities.
- Engaging and involving the customers and stakeholders in the quality management process to
ensure their participation, input, feedback, and satisfaction.

However, project quality management also faces some challenges that may hinder its effectiveness
and efficiency in Bole Airport expansion project. Some of these challenges are
5
- Lack of adequate resources such as skilled personnel, equipment, materials, or funds to support
the quality management activities.
- Complexity and uncertainty of the project environment, which may result in changes in scope,
schedule, budget, or risks that may affect the quality performance of the project.
- Resistance or reluctance from some project team members or stakeholders to adopt or comply
with the quality management practices or procedures.
- Lack of sufficient monitoring or evaluation of the quality performance or outcomes of the
project.

These challenges require effective strategies to overcome them and ensure that project quality
management is implemented successfully in Bole Airport expansion project. Some of these
strategies are:

- Developing a common understanding and agreement on the quality expectations and standards
among all parties involved in the project through clear communication, negotiation,
documentation, and training.
- Allocating sufficient resources for quality management activities and ensuring their optimal
utilization and allocation.
- Anticipating and managing changes in the project environment through proper change control
procedures and contingency plans.
- Encouraging and motivating project team members and stakeholders to adopt or comply with
the quality management practices or procedures through incentives, recognition, rewards, or
sanctions.
- Establishing a regular feedback loop to monitor or evaluate the quality performance or
outcomes of the project and take corrective or preventive actions as needed.

In conclusion, project quality management is an essential component of Bole Airport expansion

project that ensures the project deliverables meet or exceed the expectations of the customers and
stakeholders. However, it also faces some challenges that may affect its effectiveness and
efficiency. Therefore, it is important to implement best practices for quality management as well
as strategies to overcome these challenges in order to achieve a successful outcome for Bole
Airport expansion project.
6
1.3 Research Questions
Basic research questions that direct this investigation include the following:
1) What does currently existing project quality management practices apply in Bole
International Airport Expansion Project?
2) To what extent does the project deliveries ensure the project quality management practices
in Bole International Airport Expansion Project?
3) What are the challenges faced in implementing project quality management practices in Bole
International Airport Expansion Project?

1.4 Objectives of the study

1.4.1 General objective
The primary objective of the study is to analyses the practices for project quality management as
well as the challenges faced throughout the terminal expansion project at Addis Ababa Bole
International Airport.

1.4.2 Specific objectives

In the study, the following objectives were more specifically pursued:

• To identify the project quality management practices applied in Bole Airport Expansion
Project.
• To evaluate the effectiveness of project quality management practices in ensuring the
quality of the project deliverables.
• To identify the main challenges faced by the project team in implementing and preserving
project quality management practices.
1.5 Significance of the study
The study's goal is to identify best practices and obstacles in project quality management in order
to help senior managers, technical managers, and project managers master it and manage the Addis
Ababa Bole International Airport Expansion project and other projects like it more successfully.
The study would encourage more research and potentially serve as a springboard for future studies
that can utilize bigger data sets. Additionally, the recommendations and findings would be very
helpful to lawmakers since they helped them focus on the areas that required improvement and
corrective action on their end.
7
1.6 Scope of the study
By utilizing quality processes, projects' overall performance can be improved. In reality, projects
regularly fail to live up to client expectations while simultaneously going over price and time
limits. This study aims to examine the effectiveness of project quality management practices and
their challenges in Bole Airport Expansion Project. The scope of the study covers the following
aspects:

- The project quality management processes and standards adopted by the project team and the
stakeholders.

- The project quality management tools and techniques used for planning, executing, monitoring
and controlling the project quality.

- The project quality management outcomes and benefits achieved by the project team and the
stakeholders.

- The project quality management challenges and risks faced by the project team and the
stakeholders. As a result, the study has solely assessed the quality management practices applied
to the building of the Addis Ababa Bole International Airport.

1.7 Limitations of the Study

In order to assess the degree to which independent variables were applied to dependent variables
without changing the variables themselves, a convergent parallel mixed research design has been
used in this study.

In addition, the study's sample frame was limited to active projects that were or would be under
development at the time, which would have obscured data on earlier construction methods. The
primary determinant of product or service quality is customer satisfaction; however, this study
only assessed quality management practices from the implementer's perspective, which would
obscure the quality component from the customer's perspective.

8
1.8 Organization of the study
Five chapters make up the study, and they are organized as follows:

The introduction to the research, which is covered in Chapter 1, contains background

information, a statement of the problem, research questions, objectives, significance, and
limitations of the study, as well as information on ethics and how the study was organized.

Chapter 2 covers the literature review, which includes the study's theoretical foundation, empirical
research, and conceptual framework. In addition, it discusses the fundamentals of quality
management (QM), which are necessary for a fuller understanding of the concepts and a careful
examination of the essential quality components of QM implementation.

The study's methodology, including its design, participants, method for collecting data, tools used
for collecting data, study variables, and data analysis techniques, are covered in Chapter 3.

The findings of QM as it is now being applied are analyzed in Chapter 4, along with key
components for QM's successful deployment.

The final chapter of the study contains the study's results, recommendations, and ideas for
additional research.

9
 Chapter Two
Review of related Literature
Introduction

2.1 Concepts and definition

2.1.1 Project and Project management overview

Project management is a subfield of management and organization studies (So¨derlund, 2011).

There are several definitions of project management, most of them come from project management
professional organizations; however, they all specify the same concept. For example, the
Association for Project Management (APM, 2012) defines project management as “the process by
which projects are defined, planned, monitored, controlled and delivered such that the agreed
benefits are realized”.
Project managers need to be knowledgeable in all the components that make up a project. A
knowledge area refers to the entire range of ideas, expressions, and actions that make up the
specialized profession of project management. For project types, project teams should use these
knowledge areas and any extension knowledge areas as necessary. Project integration
management, project scope management, project time management, project cost management,
project quality management, project human resource management, project communications
management, project risk management, project procurement management, and project stakeholder
management are the ten general knowledge areas for project management. The study was restricted
to quality management. (Loo, 2002)

2.1.2 Project quality management

Quality can be defined as creating a customer value, which stands to meet or exceed the customer
expectations, in fact, quality can be achieved through integrating the organization unit working
together (Knowles, 2011). ISO 9000 (2015) defines the quality of an organization’s products and
services determined by the ability to satisfy customers and the intended and unintended on relevant
interested parties. Project quality management possesses the processes and activities such as
quality policies, objectives, and responsibilities of the implementer organization in a way to meet
the needs and requirements of the customers and stakeholders (PMI, 2013).

10
Project Quality Management is all about controlling the quality of services and goods, as the name
suggests. The main accomplishment in project management is attaining the desired quality. Quality
control should be ensured during project delivery. Yet, maintaining consistency in quality across
projects, various products, and services is what is meant by quality rather than perfection and high
quality goods and services.
Most often, corporate values and norms are used to set quality standards (Chandana, 2017). In fact,
quality may be achieved by integrating the organization unit working together, with the goal of
providing a customer value that meets or exceeds the customer expectations (Knowles, 2011). The
ability of an organization to satisfy customers and the intended and unanticipated on relevant
interested parties is how ISO 9000 (2015) defines the quality of an organization's products and
services. The procedures and activities of project quality management include the implementer
organization's quality policies, objectives, and responsibilities in a way that satisfies the needs and
demands of the customers and stakeholders (PMI, 2013).

2.1.3 Project Quality management processes

Three quality management processes, namely quality planning, quality control, and quality
assurance, must be taken into account when structuring a project in order to ensure quality. These
processes are focused on meeting the requirements and expectations of the stakeholders in order
to deliver the defined outcomes. Project quality management processes apply different tools and
techniques to enhance the output of the process using the specific inputs that are to be taken as a
baseline to prepare and deliver the expected output, for example, planning quality can be
implemented using the project scope baseline, stakeholder register, and other inputs to deliver the
quality plan. Figure 2.1 shows the detail of the project management overview and the necessary
inputs, tools and techniques and the final output of the processes (PMI, 2013).

11
Figure 2.1: Project Quality Management Overview.

Source: Adopted from PMI (2013)

2.1.3.1 Quality planning

The goal of quality planning, according to ISO 21500, is to "determine the quality requirements
and standards applicable to the project and project deliverables and how the requirements and
standards has been met, under the project objectives" (ISO 21500, 2021).

Establishing procedures, methods, techniques, tools, and resources to implement the planned
quality actions to meet objectives and applicable standards should be part of quality planning. This
includes deciding and agreeing on the goals to be attained and quality standards to be met, defining
quality metrics and acceptance criteria for the project deliverables, assigning responsibilities, and
creating monitoring plans (ISO 21502, 2020).

12
When planning for quality, the frequency, type, time, and location of monitoring and measurement
activities are specified. The project organization also specify the applicable monitoring and
measurement techniques, including statistical techniques, and the extent to which they have be
used. Finally, evaluate the effectiveness of these techniques (Saraiva et al., 2009). To evaluate the
effectiveness and success of a project, the data gathered is analyzed.

Project deliverables are anticipated to be better as a result of better planning, and the costs
associated with poor quality are anticipated to decrease (Miguel, 2006). Harris and Macaffer
(2001) defined quality planning as a set of activities whose purpose is to define quality system
policies, objectives, and requirements, and to explain how to apply these policies, how to achieve
these objectives, and how to meet these requirements. Quality plan should include quality policy
statement (vision and mission), project quality structure and quality management system, quality
objective and rectification of defects and prevention of future problems.

2.1.3.2 Quality Assurance

According to Greene and Stellman (2013), the goal of quality assurance is to enhance procedures
to ensure that the work is carried out effectively and efficiently, reducing waste and eliminating
activities that do not add value, and is completed with the fewest number of flaws and in
accordance with the required standards.
In order to ensure that the project's objectives and applicable standards have been followed, quality
assurance check that the quality procedures, plans, methods, techniques, tools, and resources have
been followed, and compare the results to the project's requirements and specifications (ISO
21502, 2020).
Activities for enhancing methods and processes that have an impact on the execution of project
deliverables take information from quality planning and quality control into consideration.
According to Miguel et al. (2012), quality audits are used to check compliance with applicable
requirements, quality processes, and standards. Quality audits and are a tool to support and
enhance the effectiveness and efficiency of project tasks. They are intended to determine whether
the project complies with the processes, requirements, and quality policy of the company or client.
Analysis and comprehension of the organization's processes favor information flows and work

13
efficiency, avoiding redundant planning, and adhering to the company's or client's quality
standards.
According to PMBOK (2012), the "quality assurance process favors continuous improvement,"
project-level quality audits also aim to evaluate the relationship between what was planned and
what is being carried out to ensure the quality of project deliverables. The quality of all processes
can be raised through interactive continuous improvement. By eliminating activities that don't add
value, waste is reduced through continuous process improvement. As a result, processes can
operate more effectively and efficiently.
Tekelebrhan (2014) implies quality assurance is oriented towards prevention of quality
deficiencies. Its goal is to minimize the risk of making mistakes in the first place, thus avoiding
the necessity for rework, repair or reject. Evaluating overall project perform on a regular basis to
provide confidence that the project satisfies the relevant quality standards (Lakshmi, 2015).

2.1.3.3 Quality Control

Implementing procedures to monitor and evaluate the quality requirements and assumptions
established for the project is one example of a quality control action (ISO 21502, 2020). To make
sure it satisfies quality standards, every project deliverable must be inspected. Creating adjustment
and project recovery plans to handle deviations, issues, and/or quality opportunities is covered in
the PMBOK (2012). Updates and change requests are taken into account when creating documents
and project management plans. (ISO 9000, 2015).

Project deliverable inspection and testing are included in the quality control activities. According
to Greene and Stellman (2013), "Testing involves checking to ensure that the product does what it
is supposed to do, which means we must have a very clear idea of what it is that is expected of the
product so that we can assess its quality. This means that when we run a test, we must know exactly
what is expected from the product. Because of this, compliance with requirements is one of the
most crucial concepts in quality.
According to ISO 21500 (2020), quality control must be used throughout the course of the project.
It entails monitoring whether the standards for deliverables and processes are being met and
finding errors using recognized tools, procedures, and techniques.

14
Numerous quality tools are used in quality control, including statistical process control tools like
control charts, capability analysis, parametric and non-parametric statistical tests, regressions, time
series analysis, etc. Project monitoring and performance evaluation are both indispensable
components of quality control.
To decide if the project performance is acceptable and to define actions and recovery plans, the
outputs of the progress assessment must be compared with the planned actions and objectives.
According to ISO 21500, changes must be recorded and managed throughout the project. Project
managers are required to track change requests, evaluate them for benefit, scope, resources, time,
cost, quality, and risk, and determine their impact before implementing them (ISO 21500, 2021).
Depending on how its impact is judged, a change request may be modified or even rejected. Once
the change has been approved, it is announced to all pertinent parties for implementation, which
may include updating the project documentation as necessary.
Quality control is the method of monitoring specific project results to determine if they convey
with relevant standards and identifies different methods to eliminate the causes for the
unsatisfactory performance. It is the procedure of techniques and activities that compare actual
quality performance with goals and define appropriate action in response to a shortfall.
Project team members set up the technical processes and procedures that ensure each step of the
project provides a quality output from design to development through implementation and mainte-
nance. In each step ‘s output must conform to the overall quality standards and quality plans, thus
ensuring that quality is achieved (PMI, 2008). In the construction industry quality control has
played an incomparable role. The importance of monitoring specific project results are to
determine if they comply with relevant quality standards and identifying ways to eliminate cause
of unsatisfied performance contract documents comprise a clear, complete, and accurate
description of the facility to be constructed, correctly conveying the intent of the owner regarding
the characteristics of the facility needed to serve his or her purposes (Miguel, 2006).
There are many factors affecting the quality in the construction projects, such as design, materials,
machinery, topography, geology, hydrology and meteorology, construction technology, methods
of operation, technical measures, and management systems and so on Construction companies
must follow to the principle of quality first, and sustain on quality standards, to provide more high
quality, safe, suitable, and economic composite products (Lakshmi, 2015).

15
Additionally, Juran and Godfrey, (1999) implied quality control relies on five basics: a clear
definition of quality; a target, a clear goal; a sensor, a way to measure actual performance; a way
to interpret the measurement and compare with the target; and a way to take action, to adjust the
process if necessary.

2.1.4 Effective project quality management practices

Project quality management practices is a management approach that emphasizes customer

satisfaction and continuous improvement in the organization (Sila, 2003). This is enabled by each
employee within the firm who must consider the requirements of the person who uses their output.
The synthesis of principles and philosophies of QM researchers in construction-related studies has
yielded seven elements of QM practices. These elements are continuous improvement,
commitment, customer focus, strategic planning, operation focus, employee involvement,
measurement, and analysis and knowledge management (Jong et al. 2019).

2.1.4.1 Top Management commitment

The effectiveness of QM system mostly relies on top management commitment and their
dedication to organization’s goals and objectives (Hing and Antony, 2001; Rehmani and Naseem,
2020). Top management or executives act as key drivers of the quality management (QM) program
because they establish goals, systems and values to achieve customer satisfaction (Ahireet
ai.1996). Commitment is essential not only for discussing or achieving business goals, strategies
and objectives but also for providing motivation and direction to the workforce of an organization
(Gupta, 2020). The successful completion of any work targeted at changing the organizational
operations philosophy is robustly connected with upper-level management commitment. Othman
et al. (2019) argued that the consistent involvement of top management in quality-related activities
would facilitate the changing attitudes of employees toward quality in an organization.

Press (2019), defines commitment as a willingness to give your time and energy to something that
you believe in, or a promise or firm decision to do something: which means project implements
must make a commitment to implement the project for the full project lifecycle in order to meet
the project requirements. In order to win project participants commitment, it is vital to properly

16
plan the project goals, tasks, timelines, and target dates; using tools such as PERT or Gantt chart,
by allowing participants to give their input and to make them understand what they are agreeing
on the drawn goals and objectives and what is expected from them so that they would contribute
in a committed manner (Salle, 2013). According to Wysock (2014), it is essential to have a
motivated team members for the project success and by aligning individual’s interest and meeting
their professional improvement needs it is possible to gain commitment from the team members.

Taylor et al (2003) implies the involvement, comprehension, and customer-focus of senior

managers are crucial preconditions for QM success. According to Samson and associates (1999),
among the key predictors of performance QM practices are leadership and human resource
management. In their research on the subject of construction, Low et al. (2004) stated top
management commitment as one of the factors that would reflect QM performance measures in
construction firms. Correspondingly Chin et al. (2003) study, top management commitment is the
key to a successful ISO 9000 implementation. Haupt et al. (2004) argued that as QM is
implemented on construction sites, high levels of management actions result in a decreased
prevalence of the issues. According to Arditi et al (1997) emphasized that each stage of the
building process needs strong management commitment to quality and continuous quality
improvement. Management should actively participate in the QM process' implementation rather
than delegating it, according to Biggar's (1990) advice. When talking about management
commitment, one of the issues that comes up is how the term is conceptualized.

Goal setting, feedback, and participation are some of the common characteristics that different
authors have used to define it. Leadership is the top priority. Common goal-setting, management
review and continuous improvement, management involvement and leadership, management
attitude toward change, budget allocation, change planning, provision of methods for tracking the
progress of construction works, initiative for successful implementation, support, In addition to
the aforementioned, ISO 9001:2000 mandates the following in relation to management
commitment.

17
Communicating about the importance of meeting customer as well as statutory and regulatory
requirements;
a. Establishing the quality policy;
b. Ensuring that quality objectives are established;
c. Conducting management reviews;
d. Ensuring the availability of resources.

According to WebFinance Inc (2019), top management is the highest-ranking executives such as
chairman/chairwoman, chief executive officer, managing director, president, executive directors,
executive vice-presidents, branch managers, managing directors are responsible for the entire
project. In addition, top management interprets the policy formulated by the board-of-directors
into goals, objectives, and strategies, and projects into a shared vision of the future works, they
make decisions that affect everyone in the organization and are held entirely responsible for the
success or failure of the project in general. Al-Mamary, Shamsuddin, and Aziati (2014) further
elaborated that organizations have two dimensions which are end-user training and top
management support whereas the top management support includes the level of support provided
by managers for the organization.

2.1.4.2 Employee Involvement

Involvement of employees is about active participation of organizational members in various

levels of the decision-making process. Employees at all levels are a vital asset in an organization
without which it would not achieve its goals and objectives (Psomas et al, 2014). Amah and
Ahiauzu (2013), studied employee involvement and organization’s effectiveness. They found that
employee involvement positively influenced the effectiveness of an organization. Bakotić and
Rogosˇić (2017) researched employee involvement as the key element of quality practices. Results
showed that employee involvement positively affected the implementation of the system
management method, process method, continual improvement, and decision-making method.

18
2.1.4.3 Client or Customer Focus

Quality management is targeted towards a customer-oriented approach. Knowing and

understanding the customers and client’s necessities, being responsive to the demands of the client,
and additionally, ensuring satisfaction of the customer have led to growth in revenue, profitability,
cash flow and market share (Williams & Naumann, 2011). Pambreni et al. (2019) argued that focus
on customers was an essential principle for the success of an organization because it was a starting
point in any quality initiative. They studied TQM implementation in food companies and found
that customer focus had a significant positive effect on organizational performance in the service
sector of Spain. This study also suggests that focusing on clients/customers leads to a better
understanding of clients’/customers’ requirements, client/customer satisfaction and improved
organizational performance. Zou et al. (2014) found that management strategy for customer
relationships led to better project performance.

2.1.4.4 Continuous Improvement

Burati and Oswald, (1994) said quality management is being termed “a journey, not a destination”.
It is about adopting an improvement-centered culture, understanding the customer requirements,
and improving the processes to satisfy customers (Burati & Oswald, 1994). Continuous
improvement’s fundamental idea is to prevent mistakes and defects from recurring (Hing &
Antony, 2001). Lizarelli et al. (2019) analyzed the association between innovation performance
and continuous improvement in the manufacturing industry of Brazil. They found that continuous
improvement (CI) had a positive connection with innovation performance. Since CI aims to
prevent defects, reduce waste and enhance performance.

2.1.4.5 Communication and Interaction

Communication is defined as a process by which information is exchanged between individuals

through a common system of symbols, signs, or, therefore, interaction is a mutual or reciprocal
action or influence between the parties that the information will be exchanged (Webster, 2019)
According to PMI (2013), communication should be planned properly otherwise insufficient
communication plan may cause problems such as late message delivery, delivery of a message to

19
the wrong audience, and unsatisfactory communication to the stakeholders and misunderstanding
or misinterpretation of the message communicated through the participants.
Since interaction is defined as a mutual or reciprocal action or influence between the people that
the information will be transmitted between, communication is the process by which information
is exchanged between individuals using a common system of symbols and signals (Merriam
Webster, 2019). Insufficient communication plans can result in issues such message delivery
delays, message delivery to the incorrect audience, inadequate communication to stakeholders,
and miscommunication or misinterpretation of the message delivered through participants,
according to PMI (2013).

2.1.4.6 Employee Training

Employees need to consistently increase their knowledge and pick up new abilities to perform their
jobs more effectively in today's competitive economy. By making their work more convenient,
this help both them and the company they work for. Training can be characterized as an educational
process that includes the development of concepts, skills, a change in attitude, and increased
knowledge to improve an individual's performance. According to MbaSkool. (2019), employee
training is a programmed created to improve the technical skills, knowledge, efficiency, and value
creation needed to perform any given work much more effectively.

2.1.5 Challenges in Effective Quality Management Practices

Regarding the application of quality management, some issues have been noticed. Haupt et al.
(2004) noted a number of challenges to implementing quality management on construction sites,
i.e. A lack of interest in quality management among suppliers and subcontractors, excessive
paperwork, a transient workforce, field workers who view quality management as irrelevant,
difficulty measuring results, low bid subcontracting, and too much paperwork. The most
challenging task in implementing ISO 9001 in engineering consultancies in Hong Kong, according
to Tang and Kam (1999), is getting engineers to understand and accept the system. This is followed
by a lack of strong management support and poor communication. According to an interview
conducted in Sweden, Landin (2000) asserted that many of the concepts in ISO 9001 are perceived
as being too abstract and challenging to understand in the construction process. Considering the
numerous stages of the construction process covered and the conflicting interests represented, he
20
also asserted that it would appear difficult for a company to increase its efficiency and
competitiveness by using ISO 9001 alone. Moatazed-Keivani and associates (1999) observed
issues with bureaucracy, expense, time consumption, and interpretation in relation to the
application of ISO 9000 standards in the United Kingdom (UK) construction industry.

According to Kumaraswamy and Dissanayaka (2000), the three most significant drawbacks of ISO
9000 certification for Hong Kong contractors are an increase in bureaucracy, more paperwork, and
management time commitments. Abdul-Rahman (1996) observed several shortcomings related to
the quality management implementation in UK, i.e. The level of commitment between top
management and workers on the job site varies, QA and QM are not fully implemented, and quality
management was only used during the construction phase. According to Low (1994), the majority
of Singaporean contractors think that the most important factors in implementing quality assurance
(QA) are those that relate to people. Cultural and administrative barriers to the implementation of
quality systems have been noted by Serpell (1999). Au and Yu (1999) identified issues with
documentation, quality inspection control, and process procedures in their study of the quality
management of a significant infrastructure construction project in Hong Kong. Lai, Weerakoon,
and Cheng (2002) observed flaws in the implementation of quality management for the
construction industry in Hong Kong with regard to the dissemination of improvement information
and teamwork structures for quality improvement. In order to significantly improve quality, Kubal
(1996) contended that the construction industry lacked open communications and reciprocal
support derived from relationships of trust among project participants.

2.1.6 Best practices, guidelines, or international standards in project quality management

Quality standards are defined as a document that provides guidelines, specifications requirements
and characteristics that can be used regularly to guarantee that products, services, materials, and
processes are fit for purpose. Quality Standards are incorporated in quality planning and it is used
to identify which quality standards are required to meet the project or product objectives and which
standards are relevant to meet the expectation of the product (Rose, 2005). Standards provide
organizations with a shared goal so that the procedures and requirements to meet the expectations
of their stakeholders can be common throughout the organization. Standards present specific

21
descriptions, terminology and they offer an objective to the convincing basis for organizations and
consumers to communicate and perform business (ASQ, 2015).

A technique, method, or process is a best practice when it is applied to a specific condition or

setting because it is thought to be more efficient and effective in reaching a goal than any other.
Best practice is a term used to describe the process of creating and adhering to a standard way of
doing things. It is based on experience. Best practices in project management are a broad concept
that encompasses guidelines and international standards.

The goal of standards and guidelines is to enhance project management. Most project managers
do not distinguish between the two notions in practice, which is why we chose to write this article
about both international standards and guidelines in project management as well as techniques that
can help project managers achieve their objectives. Standards are anticipated to be solid, unbiased,
and objective, whereas professional bodies' recommendations are flexible (Ahlemann, Teuteberg
& Vogelsang, 2009). Nonetheless, the best practices and guidelines provided by professional
groups are frequently the foundation for the standards set by specialized organizations.
Nonetheless, there are instances where recommendations become standards, such as when the PMI
project management body of knowledge became an ANSI standard in 2004. (Ahlemann, Teuteberg
& Vogelsang, 2009).

2.1.7 Advantages of using best practices in project management

Project management was first acknowledged historically in the 1950s as a distinct management
approach, distinct from other management approaches used in government or corporate enterprise
(Nielsen, 2006). Today, project management is a global phenomenon, with approved and used
project management techniques maturing into international standards and guidelines. According
to the Global Working Group, the qualities of global standards are applicable, acceptable,
meaningful, used, and cherished (Nielsen, 2006).
Transfer of knowledge: Project management is the most widely found cause for failure to meet
project objectives and goals (Nielsen, 2006, pp. 61). A standardized approach of project
management comes to support the project manager when dealing with multiple projects with
different competency needs, reducing the management risk and maximizing the achievement of
goals.
22
Better communication: Communication is a key element in project management, being a major
factor that influences the success or the failure of a project. Standards are also expected to help
harmonize divergent terminology and different understandings of processes and methods
(Ahlemann, Teuteberg & Vogelsang, 2009, pp. 292);
Time and cost savings: Projects are time dependent, so time management is part of project
management. It's only when you measure time when you see how precious resource is spent
reinventing the wheel (Ford, 2008, pp. 31). Best practices in project management bring the benefit
of saving time and money in dealing with projects, goals that all project-based organizations must
strive toward, particularly in time of economic recession.
Better process quality: Standards and guidelines improve quality by reducing failure and
maximizing the achievement of goals.
Better teamwork: Better organized team; the tasks has been clearly defined, and the teamwork be
more efficient.
Better position on the market: Applying international standards and best practices in project
management contributes to a better position of the business on the market, as it prove high project
management competence to all stakeholders.
An international approach of labor: A standard approach of knowledge, competence and
processes facilitates working in an international environment.
Better monitoring and controlling of projects: In a global economy, standards are needed to
improve the efficiency of monitoring and controlling international projects.
A more efficient and objective audit: Standards are essential in auditing projects. Following
international standards increases the efficiency of the auditing process.

2.2 Theories Related to the Study

The theoretical framework of the study is based on the following theories related to project quality
management:

- The Project Management Body of Knowledge (PMBOK) Guide, which defines project quality
management as "the processes and activities of the performing organization that determine quality
policies, objectives, and responsibilities so that the project will satisfy the needs for which it was
undertaken" (Project Management Institute, 2017, p. 285). The PMBOK Guide identifies three
23
main processes of project quality management: quality planning, quality assurance, and quality
control.

- The Total Quality Management (TQM) approach, which emphasizes customer satisfaction,
continuous improvement, employee involvement, and process management as the key principles
of quality management (Deming, 1986; Juran, 1988; Crosby, 1979). TQM advocates for a holistic
and strategic view of quality that encompasses all aspects of an organization's operations and
culture.

- The ISO 9000 family of standards, which provides guidelines and requirements for establishing
and maintaining a quality management system (QMS) that can enhance an organization's ability
to meet customer and regulatory expectations (International Organization for Standardization,
2015). ISO 9000 defines quality as "the degree to which a set of inherent characteristics of an
object fulfills requirements" (p. 3).

- The Lean Six Sigma methodology, which combines the concepts of lean production and six sigma
to eliminate waste and reduce variation in processes and products (George et al., 2005). Lean six
sigma aims to achieve operational excellence by applying a systematic and data-driven approach
to problem solving and improvement.

- The Deming cycle, which is a continuous improvement model that consists of four steps: plan,
do, check, and act (Deming, 1986).

- The quality function deployment (QFD), which is a customer-oriented approach that translates
customer requirements into technical specifications and prioritizes them based on importance
(Akao, 1990).

- The total quality management (TQM), which is a holistic philosophy that emphasizes customer
satisfaction, employee involvement, continuous improvement, and process optimization (Oakland,
2003).

- The Quality Function Deployment (QFD) method, which is a tool for translating customer
requirements into design specifications and quality characteristics, using a matrix called the House
of Quality (HOQ) (Akao, 1990).

24
2.3 Empirical Study

The study by Solomon, Obodoh, and Onoh (2016) identified the variables that favorably affect the
quality of building construction work as well as the negative effects of not adhering to the quality
standard and good effects of doing so. The primary aspect that positively affects quality in building
construction work, according to the research, is effective communication with the project team
and client. It promotes a climate of openness and trust that is necessary for productive, efficient,
and high-quality building work. Other factors include a dedication to quality, a positive attitude
towards quality, effective/efficient quality planning, adequate/complete design and
documentation, effective/efficient construction methods, hiring qualified individuals for
construction work, effective/efficient teamwork, use of quality construction materials, supervision
of construction workers, motivation, training and seminars on quality management, use of
appropriate equipment for construction work, and adhere to.

Inadequate workmanship and structural failure are the main consequences of not adhering to the
quality standard for building construction works, while litigation was ranked last. Improving the
quality of the finished product or result of construction was ranked as the top benefit of adhering
to quality, while an improvement in workers' morale (artists/laborers') was ranked last.
Furthermore, the study went into detail about how to develop a construction quality management
plan that is fully defined during the pre-construction phase of any project and that is understood
by all parties.

Insufficient planning, poor scheduling, rising material costs, poor site management and
supervision, excess quantity during construction, and additional work were just a few of the factors
that Melaku (2017) found to be limiting construction cost management. The projects were also
implicated as being constrained from a quality management practice perspective. Furthermore,
Melaku (2017) found that low-quality handover to beneficiaries was one of the effects of the
housing program's cost overrun.

Hassina (2016) found that the following planning issues existed: associated parties were not
involved in the project planning stages; the overall project scope was not adequately defined;

25
resources were not scheduled clearly; the client did not provide a stock of materials; the planning
did not differentiate based on the site conditions; and the cost of the project was prioritized over
its completion, which had an impact on the project.

According to an empirical study by Jha and Iyer (2006), top management support and their
competence, the interaction between project participants, the competence of the owners, as well
as monitoring and feedback from project participants, are the factors positively affecting a
construction project's ability to reach the desired quality level. Along with the previously
mentioned influencing factors, quality can be improved over time by continuously reducing
defects. Training staff members who engage in quality activities can also enhance quality if it is
accompanied by clear communication of the plan and activities to be carried out during the
expansion project. In their study, Jha and Iyer (2006) found that increasing top management
support would increase the likelihood of improving performance by 15% from its current level
and that increasing participant interaction would increase the likelihood of producing very good
quality by 12% from its current level. These findings are in line with the philosophies of quality
experts who believe that top management support and communication are crucial in producing
high-quality products. Study top management participation, according to Tzempelikos (2015),
facilitates the relationship between top management commitment and quality output, which lead
to a favorable association with performance.

Additionally, Jha and Iyer (2006) found in their research that the management function in the
construction business is more crucial to obtaining quality than the labor itself. Employee training
is carried out with the intention of disseminating knowledge and guidelines to staff members so
that they can enhance their performance via learning and be profitable, effective, and productive
in the execution of their duties as a whole (Heathfield, 2018). As a result, the performance of the
project quality would benefit from the presence of skilled resources. Figure 2.2 independent
variables are taken into consideration to illustrate the level of implementation of each independent
variable on the intermediate variable and dependent variable, which is project quality
management, for the purposes of this study. The goal of the research is to learn more about the
practises and challenges of project quality management in the chosen project.

26
Jha and Iyer (2006) tested and discovered that top management support and participant interaction
or communication have a positive relationship with project quality performances; the other
independent variables were not statistically significant in their study; however, in this study, the
level of implementation of commitment of all participants; the level of regular budget updates;
and the availability of trained resources was assessed with the dependent variable. Therefore, the
implementation of the key project quality management processes quality planning, quality
assurance, and quality control and improvement was taken into consideration in the research. In
addition to the aforementioned components, the variables listed below were considered
independent variables and were believed to be factors influencing the project quality management.
The independent variables were top management support, the dedication of all project participants,
communication, regular budget updates, and the availability of trained human resources.

The purpose of this study is to examine the effectiveness of project quality management practices
and their challenges in Bole Airport expansion project. The study aims to identify the factors that
affect the quality of the project, the methods and tools used to ensure quality, and the barriers and
opportunities for improvement. The study also seeks to compare and contrast the findings with
previous studies on similar projects, and to highlight what makes this study different from others.

One of the main differences of this study from previous studies is that it focuses on a specific
project in a developing country context, where the quality standards and expectations may differ
from those in developed countries. Furthermore, the study involves multiple stakeholders, such as
project managers, engineers, contractors, consultants, and clients, to capture their perspectives and
experiences on the project quality issues. The study also considers the environmental, social, and
economic impacts of the project quality on the airport operations and the surrounding community.

2.4 Research Gap

Project quality management (PQM) is a critical aspect of any construction project, especially in
large-scale and complex ones such as airport expansion projects. PQM practices aim to ensure that
the project meets the requirements and expectations of the stakeholders, as well as the standards
and regulations of the industry. However, PQM practices also face various challenges in the

27
implementation and execution phases, such as lack of resources, communication gaps, cultural
differences, and environmental factors.

This study focuses on the effectiveness of PQM practices and their challenges in the Bole Airport
Expansion Project (BAEP), which is a major infrastructure development project in Ethiopia. The
BAEP aims to increase the capacity and efficiency of the Bole International Airport, which is the
main gateway to the country and the region.

The main contribution of this study is that it provides a comprehensive and contextualized
assessment of PQM practices and their challenges in the BAEP, which is one of the largest and
most significant airport expansion projects in Africa. The study also fills a gap in the literature on
PQM practices in developing countries, especially in Ethiopia, where there is a scarcity of
empirical research on this topic. Furthermore, the study offers practical implications and
recommendations for improving PQM practices and overcoming their challenges in the BAEP and
similar projects.

2.5 Conceptual framework of the study

The conceptual framework demonstrates the basic methodology used to direct this investigation.
As a result, the conceptual framework used in this study was adjusted to fit the needs of this study.
The degree to which those independent variables are implemented on the project quality
management is shown in Figure 2.2.

Figure 2.2: Conceptual framework

Independent Variables Intermediate Dependent Variables
Top Management support
Commitment
Communication
Project Quality Project Quality
Regular budget
Management Management
Resource Related Process
Client or customer focus
Continuous Improvement

28
 Chapter Three
Research Design and Methods

3.1 Study Context

Ethiopian Aviation Group, formerly known as Ethiopian airlines, is the national Airline
of Ethiopia with its main hub at Bole International Airport. It was founded in 1945 and commenced
operations on 8th April 1946. Ethiopian Airlines is the fastest growing Airline in Africa. In its
seventy plus years of operation, Ethiopian has become the continent’s leading carrier, unrivalled
in efficiency and operational success commanding the lion’s share of the Pan- African passenger
and cargo network operating the youngest and most modern fleet to more than 125 international
passenger and cargo destinations across five continents.
In order to provide passengers seamless end to end services, the former Ethiopian airports
enterprise is restructured and merged with Ethiopian group starting from July 1, 2017. In order to
increase the passenger capacity of the Addis Ababa bole international airport (AABIA) to 22
million per year, the Ethiopian aviation group is undergoing an expansion project on its terminal
2 with an estimated cost of 225 million USD.
As in any projects, the expansion project has the five basic functions which include project
initiation, planning, execution, monitoring and evaluation and closure. This study is focused on
identifying the factors affecting the successful implementation of quality.

3.2 Research Design

A research design is used as a master plan that outlines the methods and procedures for gathering
and analyzing the necessary information, according to Zikmund, Babin, Carr, and Gryphon (2009).
A research design is also used as a framework or plan of action for the research that has been
conducted.
The research design is a template highlighting the research methods to guide data collection (Babin
& Zikmund, 2016). There are three categories of research design; exploratory research, descriptive
research, and causal research (Babin & Zikmund, 2016). Descriptive research design was used in
this research.
Descriptive research is a type of research that involves gathering data to describe the characteristics
of a population, situation, or phenomenon being studied. It is often used to answer questions related

29
to what, when, and how. Descriptive research does not manipulate variables or test hypotheses,
but instead, it describes the data collection, organizes, tabulates, depicts, and describes the data
collection. Descriptive research can be reported using surveys, observational studies, and case
studies, and it can use both quantitative and qualitative methods to compile the data. Descriptive
research is often used as a preliminary research method to explore the background, details, and
existing patterns in a problem to fully understand it. Descriptive research aims to accurately and
systematically describe a population, situation, or phenomenon and can answer what, where, when,
and how questions, but not why questions.

3.3 Research approach

Creswell (2013) divides the research methods into two categories: qualitative research methods
and quantitative research methods. The author defines quantitative research as a technique that
uses numerical data and is expressed in ways like statistics, percentages, etc. A quantitative
research approach was applied in this study. The purpose of this research is to examine the
effectiveness of project quality management practices and their challenges in Bole Airport
Expansion Project. The quantitative data was collected through a survey questionnaire
administered to the project stakeholders, such as the project manager, the project team members,
the contractors, the consultants, and the clients. The qualitative data has been collected through
semi-structured interviews with selected key informants from the same stakeholder groups.

3.4 Target Population and Sample design

3.4.1 Population of the study
The study was used a census method to collect data from all the relevant stakeholders involved in
the project, such as the project manager, the project team, the contractors, the consultants, and the
clients. The census method has allowed the study to obtain a comprehensive and accurate picture
of the current situation of project quality management in the project, as well as the factors that
affect its performance and outcomes.

The study used only quantitative data analysis techniques to address the research questions and
objectives. The expected contribution of this study is to provide useful insights and

30
recommendations for improving project quality management practices and overcoming their
challenges in Bole Airport Expansion Project, as well as other similar projects in the future.

3.5 Data gathering tools

This study used structured questionnaire as method of data collection to collect data from the key
workers of the project. The questionnaire addresses the demographic characteristics of respondents
and questions on assessing the project quality management practices and their challenges. The
target groups were selected as respondents because they were deemed to be knowledgeable about
the project implementation practices of the project. The research evidence was gathered by using
both close-ended and open-ended questionnaires. Mixed questionnaires have many merits; the
most important of this advantage is its considerable flexibility (McNabb, 2005).

3.6 Data gathering procedure

Data is the information gathered from the respondents or through any other source that is useful
and relevant to the research topic that has conducted by the researcher. The main sources of the
data used are from both primary and secondary to determine the efficiency of project quality
management systems and its difficulties are also examined in the Bole Airport expansion project.

3.7 Method of data analysis

By creating summaries and using data analysis tools, data analysis entails condensing the gathered
data to a manageable amount (Cooper & Schindler, 2008). The Statistical Package for Social
Sciences (SPSS Version 23), which provides extensive data handling capabilities and numerous
statistical analysis routines that can analyze small and large data, is used to clean, code, and
organize the quantitative data collected in a way that facilitates analysis. Descriptive statistics was
used to analyze the quantitative data.

3.7.1 Descriptive Analysis

The statistics known as descriptive analysis are those that provide details about a population or
sample (Zikmund, 2003). Moreover, descriptive analysis can be defined as the transformation of
raw data into an easily understandable format, followed by the reorganization, interpretation,
ordering, and manipulation of data to organize descriptive information (Groenewald, 2010).

31
The average, percentage, and frequency distribution are only a few methods for condensing the
data. To describe the descriptive statistics in this study, we would use frequencies and percentage;
and their presented by tables and graphs.

3.8 Validity and Reliability of the Instruments

To ensure reliability of the research instrument, the questionnaires were prepared in advance and
pre-tested using a small (15) number of respondents, randomly selected from target respondents.
This is also assisted the removal of any ambiguities hence focused the questionnaire to collect data
relevant to the study. The researcher also did Cronbach's alpha test to check reliability, of the
questionnaire using SPSS v23. The reliability of the questionnaire is presented in the table 3.1
below indicates that the proposed constructs have a relatively high reliability, having a Cronbach’s
alpha value ranging from 0.715 – 0.822, which is considered as satisfactory. Nunally (1978)
suggested that the minimum of 0.70 would be an acceptable level. Similarly, it has been stated on
(Hair et al., 1998) that, a commonly used value for acceptable reliability is 0.70.
In addition, the researchers gave the questionnaire for advisor opinion to ensure validity of the data
collection instrument. This involved going through the questionnaire in relation to the set
objectives and making sure that they contain all the information that can enable answer these
objectives.

Table 3.1: Reliability Result of the Constructs

Cronbach’s No. of
No. Variables Alpha Items Scale
1 Top Management support 0.702 11 1-5
2 Commitment 0.732 6 1-5
3 Communication 0.757 7 1-5

4 Regular budget 0.900 7 1-5

5 Resource related 0.721 6 1-5

6 Client or customer focus 0.782 7 1-5

7 Continuous Improvement 0.800 7 1-5

Source: own survey (2023)

32
3.9 Ethics Consideration

During for a study of research, the researcher or data collector should not treat people unfairly or
badly. He or she should not harm people, or use the information him/her discover in him/her
research to harm them, or allow it to be used to do harm (Fisher, 2007). Thus, the researcher
followed ethically and morally acceptable processes throughout the research process. The data
were collected with the full permission of the participants and confidentially without disclosing
the respondents’ identity. According to Kumar and Kandasamy (2012) ethical consideration in
research work are the following:
Right to choose: everyone has the right to determine whether or not to participate in a marketing
research project.
Right to be informed: Research participants have the right to be informed of all aspects of a
research task. Knowing what is involved, how long it takes, and what was done with the data, etc.
Right to Privacy: all consumers have right to Privacy.

The project quality management practices are essential to ensure that the project meets the
expectations of the stakeholders and delivers the desired outcomes. However, there are also various
challenges that affect the quality of the project, such as technical, financial, environmental, social,
and political issues. The research paper has also apply the principles of project quality
management, such as planning, assurance, control, and improvement, to evaluate the performance
of the project and identify the gaps and areas for improvement. The research paper would
contribute to the existing knowledge on project quality management and provide recommendations
for enhancing the quality of the Bole Airport expansion project.

The expected outcome of this study is to provide insights and recommendations on how to improve
PQM practices and overcome their challenges in the BAEP. The study would also contribute to the
existing literature on PQM in construction projects, especially in developing countries. It would
also have practical implications for the BAEP stakeholders and other similar projects in terms of
enhancing their quality performance and customer satisfaction.

33
Project quality management (PQM) is a critical aspect of any project, especially in the construction
industry. PQM aims to ensure that the project meets the requirements and expectations of the
stakeholders, as well as the standards and regulations of the industry. However, PQM also faces
many challenges, such as lack of resources, communication gaps, cultural differences, and
changing customer needs.

One of the ongoing projects that requires effective PQM is the Bole Airport Expansion Project
(BAEP) in Ethiopia. The BAEP is a mega project that aims to increase the capacity and efficiency
of the Bole International Airport, which is the main hub for air transport in East Africa. The BAEP
involves the construction of a new terminal, a new runway, a new cargo terminal, and other
facilities. The BAEP is expected to be completed by 2024, and it has a budget of about $345
million.

34
 Chapter Four
Results and Discussion
4.1 Analysis and discussion
In table 4.1. a total of 60 questionnaires papers of the 73 questionnaires papers were properly filled
out and collected which gave response rate of 83%. Based on the study of effectiveness of project
quality management practices and their challenges in Bole Airport Expansion Project.
Table 4.1: Response Rate

Questionnaires distributed Questionnaires returned Percent of Responses

73 60 83
Source: own survey questionnaire (2023)

4.2 Descriptive Analysis of Sample Characteristics

The first section of the questionnaire demanded personal information from respondents. Table
below shows the general characteristics of the respondents in terms of sex, age, education level,
service year in the company, current position, and years of experience had in this field of
respondents in the company;
Table 4.2 : Demography of the study
No. Questions Respondent Total
Frequency % N %
1. Sex Female 25 41.7 60 100
Male 35 58.3
2. Age 20 - 30 10 16.7 60 100
31 - 40 26 43.3
41- 50 18 30.0
Over 50 6 10.0
3. Education Level Degree 40 66.7 60 100
Postgraduate 20 33.3
4. Service years in the Less than 5 yrs. 15 25.0 60 100
6 -10 years 25 41.7
project
11 - 20 years 2 3.3
Over 20 years 16 26.7
5. Current Position Contract Expert 11 18.3 60 100
Coordinator 4 6.7
Project Manager 3 5.0
Quality Manager 1 1.7
Site Engineer 13 21.7
Site Inspector 20 33.3
Site Supervisor 8 13.3
35
Source: own survey questionnaire (2023)
Demographic information of the respondents ‘By gender’, the majority (58.3%) of the participants
in the survey were male, while only 41.7% were female. This indicates that there is a imbalance
in the quality management of the Bole Airport Expansion Project. One possible suggestion to
address this issue is to encourage more female involvement in project quality management
practices.

Based on the information in table above the majority of the respondents are in the age group of
31-40 years old with 43.3% of the total respondents, followed by 30% of the in the age group of
4150 years old. Only 16.7% of the respondents are in the age group of 20-30 years old, and 10%
of the respondents are over 50 years old. Therefore, it can be concluded that the majority of the
employees working on the project are in their thirties and forties.

Demographic information of the respondents 'By Qualifications', most of the respondents have a
bachelor's degree or higher education. This indicates that they have sufficient knowledge and skills
to perform their tasks and contribute to the project quality.

The demographic information of the respondents 'Years of service in Ethiopian Airlines'. The table
indicates that 25% of the respondents had less than 5 years of experience, 41.7% had 6-10 years
of experience, 3.3% had 11-20 years of experience, and 26.7% had over 20 years of experience.
Therefore, it can be inferred that the majority of the participants had experience between 6-10
years.

The demographic information of respondents "By position in the Bole expansion project" shows
the majority of respondents were project site inspectors 33.3%, followed by site engineers 21.7%
and contract experts 18.3%. Only one respondent was a quality manager. This indicates that the
project had a strong representation of senior and technical personnel who were directly involved
in the project quality management practices and faced their challenges. Based on the result, one
can infer that the respondents had sufficient knowledge and experience to provide reliable and
valid feedback on the project quality management practices and their challenges in the Bole
expansion project.

36
4.3 Questions regarding Quality Management Practices

Table 4.3: Quality management practices

No. Questions Respondent Total
Frequency % N %
1. Perception of quality Competitive Advantage 15 25.0
tool to increase profits 14 23.3 60 100
Elimination of defects 21 35.0
Other 10 16.7
2. Did the project provide the Yes 40 66.7
staff with inductions and No 7 11.7 60 100
trainings Not sure 13 21.6
3. Monthly 9 15.0
If your answer for the
Quarterly 4 6.7 60 100
above question is YES how
Semi-annually 4 6.7
often
Yearly 17 28.3
4. Does the project have any Yes 48 80.0
International Quality No 2 3.3 60 100
Certifications Not sure 8 13.3
Source: own survey questionnaire (2023)

According to Table 4.3. quality practice related questions, we can infer that the project team has a
high level of awareness and understanding of the quality standards and requirements for the project
deliverables. The majority of the respondents knew the importance of quality for the project and
followed the quality plan and procedures.

37
4.4 Project quality management process
Assessments of each of the project quality process is obtained by using percentage of frequency
distribution and responses of respondents under and results are discussed in the following sections.
4.4.1 Quality Planning questions

Table 4.4:Quality planning

No. Questions Type Frequency Percent

1. The project scope is Strongly Agree 50 83.4
well-defined and aligns Agree 6 10.0
with the project Neutral 2 3.3
objectives. Disagree 0 0
Strongly disagree 2 3.3
Total 60 100
The project scope is Strongly Agree 0 0
somewhat defines and Agree 30 50.0
aligns with the project Neutral 28 46.7
objective Disagree 2 3.3
Strongly disagree 0 0
Total 60 100
3. The project scope needs Strongly Agree 14 23.3
further definition and Agree 34 56.7
alignment with the Neutral 8 13.3
project objectives. Disagree 4 6.7
Strongly disagree 0 0
Total 60 100
4. The project scope is Strongly Agree 0 0
poorly defined and does Agree 2 3.3
not align with the project Neutral 4 6.7
objectives. Disagree 20 33.3
Strongly disagree 34 56.7
Total 60 100
5. The project scope is Strongly Agree 0 0
completely undefined Agree 4 6.7
and does not align with Neutral 6 10.0
the project objectives. Disagree 21 35.0
Strongly disagree 29 48.3
Total 60 100

38
 6. The project plan is Strongly Agree 30 50.0
comprehensive aligned Agree 28 46.7
with the project Neutral 2 3.3
objectives. Disagree 0 0
Strongly disagree 0 0
Total 60 100
7. The project quality plan Strongly Agree 26 43.3
is regularly reviewed and Agree 24 40.0
updated to ensure it Neutral 10 16.7
remains relevant. Disagree 0 0
Strongly disagree 0 0
Total 60 100
8. The project plan includes Strongly Agree 32 53.3
all necessary tasks and Agree 24 40.0
resources and is aligned Neutral 4 6.7
with the project Disagree 0 0
objectives. Strongly disagree 0 0
Total 60 100
9. The project plan includes Strongly Agree 33 55.0
a detailed timeline and Agree 25 41.7
milestones for each task. Neutral 2 3.3
Disagree 0 0
Strongly disagree 0 0
Total 60 100

Source: own survey questionnaire (2023)

Table 4.4. illustrates that the respondents have agreed on applying the quality plan. Most of the
response strongly agrees on well-defining and aligning the project scope, regularly reviewing and
updating the quality plan, project plan includes all necessary tasks and detailed timeline. 83.4%,
43.3%, 53.3% and 55% respectfully. Overall, the table shows that quality planning is highly
considered by the respondents in the expansion projects.

39
4.4.2 Quality Assurance
Table 4.5:Quality assurance
No. Questions Type Frequency Percent
1. Quality assurance Strongly Agree 34 56.7
processes and tools are Agree 14 23.3
in place to maintain the Neutral 8 13.3
desired level of quality Disagree 4 6.7
throughout the project. Strongly disagree 0 0
Total 60 100
2. Quality assurance Strongly Agree 0 0
processes and tools are Agree 24 40.0
somewhat in place to Neutral 26 43.3
maintain the desired Disagree 6 10.0
level of quality Strongly disagree 4 6.7
throughout the project. Total 60 100
3. Quality assurance Strongly Agree 0 0
processes and tools Agree 15 25.0
need further Neutral 37 61.7
development to Disagree 6 10.0
maintain the desired Strongly disagree 2 3.3
level of quality Total 60 100
throughout the project.
4. Quality assurance Strongly Agree 0 0
processes and tools are Agree 0 0
poorly developed and Neutral 8 13.3
do not maintain the Disagree 33 55.0
desired level of quality Strongly disagree 19 31.7
throughout the project. Total 60 100
5. There are no quality Strongly Agree 0 0
assurance processes Agree 0 0
and tools in place to Neutral 8 13.3
maintain the desired Disagree 31 51.7
level of quality Strongly disagree 21 35.0
throughout the project. Total 60 100
6. Consistently following Strongly Agree 24 40.0
quality assurance Agree 26 43.3
processes ensure the Neutral 6 10.0
desired level of quality Disagree 4 6.7
throughout the project.
Strongly disagree 0 0
Total 60 100

40
 7. Integrating quality Strongly Agree 29 48.3
assurance processes Agree 21 35.0
into every stage of the Neutral 6 10.0
project and having Disagree 4 6.7
continuous Strongly disagree 0 0
improvement Total 60 100
8. Quality assurance Strongly Agree 32 53.3
processes are regularly Agree 28 46.7
audited and improved Neutral 0 0
based on feedback and Disagree 0 0
data. Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)

Table 4.5. shows that the majority of the respondents strongly agreed 79% they get desired level
of quality when applying quality assurance into every stage of the project and all agree quality
assurance are regularly improving based on feedbacks. While, 13.3% and 10% of the respondents
were neutral. In addition, majority of the respondents strongly agreed on the integration of quality
assurance in all stages of project.

4.4.3 Quality Control

Table 4.6:Quality control

No. Questions Type Frequency Percent

1. The project is closely Strongly Agree 35 58.3
monitored and Agree 23 38.4
controlled using data- Neutral 2 3.3
driven metrics and tools
Disagree 0 0
to ensure it stays on
Strongly disagree 0 0
track and within budget
Total 60 100
see.
2. The project is Strongly Agree 0 0
somewhat monitored Agree 24 40.0
and controlled using Neutral 26 43.3
data driven metrics and Disagree 6 10.0
tools to ensure it stays Strongly disagree 4 6.7
on track and within Total 60 100
budget.

41
 3. The project needs Strongly Agree 0 0
further monitoring and Agree 15 25.0
control using data Neutral 37 61.7
driven metrics and tools Disagree 6 10.0
to ensure it stays on Strongly disagree 2 3.3
track and within budget Total 60 100

4. The project is poorly Strongly Agree 0 0

monitored and Agree 0 0
controlled, relying on Neutral 8 13.3
subjective assessments Disagree 33 55.0
and leading to delays Strongly disagree 19 31.7
and cost overruns. Total 60 100
5. There is no monitoring Strongly Agree 0 0
and control in place, Agree 0 0
leading to complete Neutral 8 13.3
chaos and failure of the Disagree 31 51.7
project. Strongly disagree 21 35.0
Total 60 100
6. Monitoring and Strongly Agree 18 31.7
controlling the project Agree 32 53.3
closely to ensure it stays Neutral 10 16.7
on track and within Disagree 0 0
budget. Strongly disagree 0 0
Total 60 100
7. Monitored and Strongly Agree 19 31.7
controlled the project Agree 35 58.3
closely using real-time Neutral 6 10
data Disagree 0 0
Strongly disagree 0 0
Strongly Agree 60 100
Source: own survey questionnaire (2023)
Table 4.6. represents the agreement of effectively monitoring and controlling the project and using
real time data in the AABIA expansion project ensures the project stays on schedule. The majority
of respondents strongly agree to in quality controlling in project quality management. In doing so,
it ensures success in the project performance.

42
4.5 Project quality management practices
4.5.1 Top Management Support
Table 4.7:Top Management Support
No. Questions Type Frequency Percent
1. Top management Strongly Agree 35 58.3
provides clear direction Agree 17 28.4
and support for the Neutral 6 10.0
project. Disagree 2 3.3
Strongly disagree 0 0
Total 60 100
2. Top management Strongly Agree 0 0
provides some Agree 27 45.0
direction and support Neutral 33 55.0
for the project.
Disagree 0 0
Strongly disagree 0 0
Total 60 100
3. Top management needs Strongly Agree 0 0
to provide more Agree 25 41.7
direction and support Neutral 35 58.3
for the project
Disagree 0 0
Strongly disagree 0 0
Total 60 100
4. Top management Strongly Agree 0 0
provides little to no Agree 0 0
direction or support for Neutral 4 6.7
the project Disagree 33 55.0
Strongly disagree 23 38.3
Total 60 100
5. Top management Strongly Agree 19 31.7
actively hinders the Agree 37 61.7
project's success. Neutral 4 6.7
Disagree 0 0
Strongly disagree 0 0
Total 60 100
6. Providing good Strongly Agree 13 21.7
connection between top Agree 34 56.7
management and Neutral 9 15.0
employees
Disagree 2 3.3
Strongly disagree 2 3.3
Total 60 100
43
 7. Top management Strongly Agree 21 35.1
provides the necessary Agree 29 48.3
resources to complete Neutral 2 3.3
the project
Disagree 6 10.0
successfully.
Strongly disagree 2 3.3
Total 60 100
8. Strongly Agree 19 31.7
Organization’s top Agree 29 48.3
management evaluating Neutral 10 16.7
quality performance Disagree 2 3.3
Strongly disagree 0 0
Total 60 100
9. Strongly Agree 52 86.8
Organization’s top Agree 2 3.3
management accepting Neutral 2 3.3
responsibility for
quality performance Disagree 2 3.3
Strongly disagree 2 3.3
Total 60 100
10. Major department Strongly Agree 19 31.7
heads within the Agree 22 36.7
organization Neutral 13 21.6
participating in the Disagree 4 6.7
quality improvement Strongly disagree 2 3.3
process Total 60 100
11. Quality issues reviewed Strongly Agree 15 25.0
in organization’s Agree 37 61.7
management meetings. Neutral 8 13.3
Disagree 0 0
Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)
Table 4.7. shows Top Management Support, in project quality management practices in Bole
Airport Expansion Project were influenced by the connection and involvement of the top
management. The table shows that the majority of the respondents strongly agreed on top
management provides clear direction, accepting responsibility, and in evaluating quality
performance. These findings show that the top management played a vital role in ensuring the
success of the project quality management practices and overcoming the challenges faced by the
project team.
44
4.5.2 Commitment
Table 4.8:Commitment
No. Questions Type Frequency Percent
1. The project team is fully
Strongly Agree 36 60.0
committed to the Agree 20 33.3
project's quality Neutral 4 6.7
success. Disagree 0 0
Strongly disagree 0 0
Total 60 100
2. The project team is Strongly Agree 3 5
somewhat committed to Agree 18 30.0
the project's success. Neutral 27 45.0
Disagree 12 20.0
Strongly disagree 0 0
Total 60 100
3. The project team needs Strongly Agree 0 0
to be more committed to Agree 9 15.0
the project's success Neutral 43 71.7
Disagree 8 13.3
Strongly disagree 0 0
Total 60 100
4. Strongly Agree 0 0
Agree 0 0
The project team is not
Neutral 10 16.7
committed to the
Disagree 32 53.3
project's success.
Strongly disagree 18 30.0
Total 60 100
5. Strongly Agree 0 0
Agree 4 6.7
The project team
Neutral 11 18.3
actively works against
Disagree 20 33.3
the project's success.
Strongly disagree 25 41.7
Total 60 100
6. Strongly Agree 28 46.7
The organization’s Agree 23 38.3
adapting to the new Neutral 9 15
ideas that employees Disagree 0 0
come up with. Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)

45
Table 4.8. shows the responses regarding the commitment of all participants in the project. The
level of commitment of the project participants in Bole Airport Expansion Project positively affect
the project quality. The table indicates that 60% of the respondents strongly agree on the
commitment of the project team towards the success of the project quality, while 33.3% agreed.

In addition, majority of the respondents agree with the team’s commitment in the project.
Therefore, it can be inferred that the majority of the respondents believe that the commitment of
all participants in the project is crucial for the effectiveness of project quality management
practices.

4.5.3 Communication
Table 4.9:Communication

No. Questions Type Frequency Percent

1. Communication Strongly Agree 46 76.7
channels are open and Agree 14 23.3
effective, allowing for Neutral 0 0
timely and accurate Disagree 0 0
information sharing. Strongly disagree 0 0
Total 60 100
2. Communication Strongly Agree 0 0
channels are somewhat Agree 32 53.3
open and effective, but Neutral 28 46.7
could be improved. Disagree 0 0
Strongly disagree 0 0
Total 60 100
3. Communication Strongly Agree 0 0
channels need further Agree 0 0
development to be open Neutral 34 56.7
and effective. Disagree 26 43.3
Strongly disagree 0 0
Total 60 100
4. Communication Strongly Agree 0 0
channels are poorly Agree 0 0
developed and hinder Neutral 2 3.3
project progress.
Disagree 30 50.0
Strongly disagree 28 46.7
Total 60 100
46
 5. There are no Strongly Agree 0 0
communication channels Agree 0 0
in place, leading to Neutral 10 16.7
complete chaos Disagree 22 36.4
and failure of the project. Strongly disagree 28 46.9
Total 60 100
6. Providing timely and Strongly Agree 34 56.7
accurate information Agree 20 33.3
sharing between project Neutral 6 10
team. Disagree 0 0
Strongly disagree 0 0
Total 60 100
7. Establishing Strongly Agree 28 46.7
communication links Agree 23 38.3
between employees and Neutral 9 15
top management. Disagree 0 0
Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)

According to table 4.9. communication is one of the key factors that affect the effectiveness of
project quality management. The table shows the importance of communication links established
between employees and top management in the project. It indicates that most of the respondents
with (76.7%) show communication channels are open and effective, (56.7%) show that they
provide timely and accurate information and (46.7%) establishing communication links between
employees and top management. agreed on having good communication during the project. This
shows that effective communication between employees and top management is crucial for the
success of the project. Additionally, the table shows that no respondents disagreed, indicating that
communication is universally recognized as an important aspect of project quality management
practices.

47
4.5.4 Regular budget update
Table 4.10: Regular budget update

No. Questions Type Frequency Percent

1. The project budget is Strongly Agree 28 46.7
regularly reviewed and Agree 26 43.3
updated to ensure it Neutral 4 6.7
remains relevant and Disagree 2 3.3
sufficient. Strongly disagree 0 0
Total 60 100
2. The project budget is Strongly Agree 0 0
somewhat reviewed and Agree 25 41.7
updated to ensure it Neutral 33 55.0
remains relevant and Disagree 2 3.3
sufficient. Strongly disagree 0 0
Total 60 100
3. The project budget Strongly Agree 0 0
needs further review Agree 0 0
and updating to ensure it Neutral 38 63.3
remains relevant and Disagree 20 33.3
sufficient. Strongly disagree 2 3.3
Total 60 100
4. The project budget is Strongly Agree 0 0
poorly reviewed and Agree 0 0
rarely updated, leading Neutral 10 16.7
to cost overruns and Disagree 22 36.3
delays. Strongly disagree 28 46.7
Total 60 100
5. There is no project Strongly Agree 0 0
budget in place, leading Agree 0 0
to complete chaos and Neutral 9 15
failure of the project Disagree 23 38.3
Strongly disagree 28 46.7
Total 60 100
6. Non-delay of interim Strongly Agree 27 45.0
payments Agree 23 38.4
Neutral 8 13.3
Disagree 2 3.3
Strongly disagree 0 0
Total 60 100

48
 7. Having separate budget Strongly Agree 25 41.7
allocation for quality Agree 20 33.3
management Neutral 11 18.3
Disagree 4 6.7
Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)

Table 4.10. shows regularly reviewing project budget ranked first with 46.7% strongly agree
compared with the non-delay of interim payments. These problems indirectly affect the quality of
the expansion project. Interim payments can be agreed in advance and paid, but they are more
based on the value of work that has been completed. So, the delay of these payments may cause
the construction to stop and cause lagging of the work. This can indirectly affect the quality of the
expansion project because if work is delayed or stopped, it can cause other problems such as
increased costs and reduced quality.

4.5.5 Resource related

Table 4.11:Resource related

No. Questions Type Frequency Percent

1. The project team has the Strongly Agree 38 63.3
necessary resources and Agree 22 36.7
skills to complete the Neutral 0 0
project successfully.
Disagree 0 0
Strongly disagree 0 0
Total 60 100
2. The project team has Strongly Agree 0 0
some necessary Agree 18 30.0
resources and skills to Neutral 38 63.3
complete the project Disagree 4 6.7
successfully. Strongly disagree 0 0
Total 60 100
3. The project team needs Strongly Agree 0 0
further resources and Agree 0 0
skills to complete the Neutral 34 56.7
project successfully. Disagree 24 40.0
Strongly disagree 2 3.3
Total 60 100

49
 4. The project team lacks Strongly Agree 0 0
necessary resources and Agree 0 0
skills, leading to delays
Neutral 0 0
and poor quality. Disagree 28 46.7
Strongly disagree 32 53.3
Total 60 100
5. The project team has no Strongly Agree 0 0
necessary resources or Agree 0 0
skills, leading to Neutral 2 3.3
complete failure of the Disagree 30 50.0
project. Strongly disagree 28 46.7
Total 60 100
6. Providing necessary Strongly Agree 38 63.3
quality management Agree 20 33.4
training courses for Neutral 2 3.3
labors Disagree 0 0
Strongly disagree 0 0
Total 60 100

Source: own survey questionnaire (2023)

Table 4.11. shows the respondents' agreement on resource related issues in the AABIA quality
management expansion project. The table indicates that 63.3% of respondents strongly agree with
project team having the necessary resources and skills to complete the project successfully.
Additionally, providing necessary quality management training courses for labors is rated 63.3%.
Therefore, it can be inferred that the respondents consider providing quality management training
courses for labors and providing the necessary skills as important factors in the AABIA quality
management expansion project.

50
4.5.6 Client or customer focus
Table 4.12:Client or customer focus

No. Questions Type Frequency Percent

1. The project team is Strongly Agree 21 35.0
focused on meeting the Agree 31 51.7
needs and expectations Neutral 8 13.3
of the client or Disagree 0 0
customer. Strongly disagree 0 0
Total 60 100
2. The project team is Strongly Agree 0 0
somewhat focused on Agree 24 40.0
meeting the needs and Neutral 26 43.3
expectations of the Disagree 6 10.0
client or customer. Strongly disagree 4 6.7
Total 60 100
3. The project team needs Strongly Agree 0 0
to be more focused on Agree 15 25.0
meeting the needs and Neutral 37 61.7
expectations of the Disagree 6 10.0
client or customer. Strongly disagree 2 3.3
Total 60 100
4. The project team is not Strongly Agree 0 0
focused on meeting the Agree 0 0
needs and expectations Neutral 8 13.3
of the client or Disagree 33 55.0
customer. Strongly disagree 19 31.7
Total 60 100
5. The project team Strongly Agree 0 0
actively works against Agree 0 0
meeting the needs and Neutral 8 13.3
expectations of the Disagree 31 51.7
client or customer. Strongly disagree 21 35.0
Total 60 100
6. The project team Strongly Agree 6 25.0
accepts customers Agree 37 61.7
feedback on quality and Neutral 15 10.0
delivery performance Disagree 2 3.3
Strongly disagree 0 0
Total 60 100

51
 7. Used customer Strongly Agree 0 35.0
complaints as input to Agree 21 51.7
improve the Neutral 31 13.3
organizations quality. Disagree 8 0
Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023) Table
In table 4.12. majority of the factors under the client or customer focus show a positive response.
From the respondents 51.7% agreed with having the focus of the project team on meeting
expectations of clients and on using customers complaints as input, 61.7% agreed on project team
accepting customers feedback on quality. While some respondents were neutral with meeting
needs of clients and feedback agreed its importance by 10%, whereas, using customers complaints
as input by 13.3%. Therefore, it can be inferred that most agree on client or customer focus is an
important aspect of the Bole Airport expansion project.

4.5.7 Continuous improvement

Table 4.13: Continuous improvement

No. Questions Type Frequency Percent

1. The project team is Strongly Agree 29 48.3
committed to Agree 31 51.7
continuously improve Neutral 0 0
the processes and
Disagree 0 0
outcomes of project
quality. Strongly disagree 0 0
Total 60 100
2. The project team is Strongly Agree 0 0
somewhat committed to Agree 27 45.0
continuously improving Neutral 33 55.0
processes and outcomes. Disagree 0 0
Strongly disagree 0 0
Total 60 100
3. The project team needs Strongly Agree 0 0
to be more committed to Agree 23 38.3
continuously improving Neutral 33 55.0
processes and outcomes Disagree 2 3.3
Strongly disagree 0 0
52
 Total 60 100
4. The project team is not Strongly Agree 0 0
committed to Agree 0 0
continuously improving Neutral 4 6.7
processes and outcomes.
Disagree 33 55.0
Strongly disagree 23 38.3
Total 60 100
5. The project team actively Strongly Agree 0 0
resists changes and Agree 4 6.7
improvements, hindering Neutral 6 10.0
project progress. Disagree 26 43.3
Strongly disagree 24 40.0
Total 60 100
6. Strongly Agree 21 35.0
Ensuring employees Agree 39 65.0
capability of adapting Neutral 0 0
better ways of improving Disagree 0 0
the project quality. Strongly disagree 0 0
Total 60 100
7. Self-assessment Strongly Agree 19 31.6
processes taking place on Agree 37 61.7
a regular basis. Neutral 4 6.7
Disagree 0 0
Strongly disagree 0 0
Total 60 100
Source: own survey questionnaire (2023)

Table 4.13. shows the continuous improvement of project quality management in the AABIA
expansion Project. It can be clearly seen that the majority of the respondents strongly agree having
a continuous quality improvement is important. With (51.7%) agree the project team is committed
to continuously improve the processes and outcomes of project quality and (65%) ensures
employees capability of adapting better ways of improving the project quality. As well as (61.7%)
agree with self-assessment processes taking place on a regular basis.
Therefore, it can be inferred that the majority of the respondents believe that having a continuous
improvement in quality is crucial for the success of the project.

53
4.6 Effective quality project management practices’ challenges

Challenges to effective quality management practices in airport design include the insufficient
client’s involvement. Emphasizes the importance of program management for aviation projects,
including quality management, to ensure successful project delivery. The report notes that
challenges to effective program management include the complexity of aviation projects and the
need for top management engagement. Another challenge to effective quality management
practices in airport construction projects is the need for quality assurance management.
In summary, effective quality project management practices are essential for the success of airport
construction projects, including the Bole Airport expansion project. However, these practices face
several challenges, including clear understanding of quality management, top management
involvement, complexity of aviation projects, and risk management.

54
 Chapter Five
Summary, Conclusion and Recommendation
5.1 Summary of the study

With the construction of a new passenger terminal, a new VIP terminal, and other facilities to
increase the airport's capacity and service quality, the Bole Airport expansion project in Addis
Ababa, Ethiopia, is one of the country's largest and most complex infrastructure projects. The goal
of this study was to evaluate the effectiveness of project quality management practices and their
challenges. In order to develop a thorough and in-depth understanding of the project quality
management procedures and problems, a quantitative approach was used in the study. Descriptive
statistics were used in the study of the data. The study also identified the primary obstacles to and
potential for enhancing project quality management methods, and it offered some suggestions for
doing so as well as suggestions for additional research on the subject. According to the findings
of the analysis for the project quality management practices of AABIA expansion project, the
following summaries are made.

• Five of the seven factors believe that it is important to be involved in establishing project
quality management, and responses on top management and client involvement were
moderate.
• The three-core project quality management processes included quality planning, quality
assurance, and quality control. The findings demonstrate that adopting quality plans and
controls is viewed as a crucial component of project quality management, and that
respondents generally held this opinion in high regard.

• The reply demonstrates that the client's requests are frequently involved in the project's
success.
• The project's efficient interaction with the client, contractors, and other stakeholders.
Understandings and punctuality were the outcomes of this.

55
5.2 Conclusion of the study

The analysis came to the conclusion that the Bole Airport Expansion Project has succeeded in
achieving its PQM goals and standards based on these findings. It demonstrated that PQM
procedures have been somewhat adopted as part of the Bole Airport Expansion Project. The
following were the main elements that the study determined affected how effective project quality
management procedures were:
Top management support: The majority of respondents concur, according to the results, on the
significance of senior management involvement in project quality management. However, the
respondents provided mediocre responses when it came to taking accountability and helping to
enhance the quality. The necessity of senior management participation in project quality
management is often highly valued by respondents.
Quality practice: The findings showed that respondents concur that good practice is crucial to
project quality management. Although there is generally a high level of agreement among the
respondents, the respondents' responses on the particular issue of whether to apply quality
assurance were inconsistent.
Overall, the results showed that, of the 7 variables, respondents agreed on the relevance of five of
them, while they expressed no opinion on the two remaining variables. Top management
participation and client participation are the two.

5.3 Recommendation

Based on the study's results and conclusions, the following suggestions are made to enhance
project quality management procedures and address the issues in the expansion of Bole Airport:
- To prevent ambiguity and uncertainty, project stakeholders should explicitly define and
convey the idea of quality, its requirements, and expectations of the project deliverables.
- The project manager is responsible for ensuring that sufficient resources, including time,
money, staff, tools, and materials, are allotted and used for quality planning, assurance, and
control operations.
- In order to strengthen the staff's skills, the project team should administer a continuous
training and development program to them quarterly.

56
 - To find gaps and make improvements, management should regularly evaluate project
quality management methods.
- The project team should foresee and address any potential risks or difficulties that could
lower the quality of the project deliverables, such as resource shortages, timetable
slippages, scope revisions, cultural inconsistencies, stakeholder conflicts, environmental
problems, etc.
- The project team should leverage ICT to promote information sharing and collaboration,
as well as improve teamwork and communication among all project participants and
stakeholders.

5.4 Future research

• Conducting wider research including national and international projects to compare their
project quality management practices
▪ Conducting further case studies on airport expansion projects to identify specific quality
management practices that can be improved

57
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 APPENDIX
QUESTIONNAIRE

61
 St. Mary University

School of Graduate Studies

Project Management Department

The Effectiveness of Quality Management Practices and their

Challenges in Bole Airport Expansion project

Survey Questionnaire

Dear Respondents!

For the sole purpose of doing research for a master's degree in project management, this questionnaire
is intended to gather information about "The Effectiveness of quality management practices and
their challenges in Bole airport expansion project." Your truthful response will be critical in
helping organizations understand precisely how construction practices relate to quality, which is the
main goal of this survey. Additionally, it will offer potential solutions that might be used as
management's input in further modifying the current project quality management procedures.
This questionnaire will have two main sections. The first section is on Demographic information of
the respondents. The second section of the Questionnaire is on research questions. Finally, section
three quality management practice. It will take approximately few minutes.

Thank you in advance for taking part in this endeavor.

Heran Mamo

62
Section One: Demographic Characteristics and General Background of the
Respondents
Please put a tick mark “ ” the one that represents you most appropriately.

1. Gender
☐ Male ☐ Female

2. Age
☐ 20-30 ☐ 31-40
☐ 41-50 ☐ Over 50

3. Qualification
☐ Certificate ☐Diploma ☐ Degree ☐Postgraduate ☐ PhD
4. How long have you been working in Ethiopian Airlines?

☐ Less than 5 years ☐ 6-10 years ☐11-20 years ☐Over 20 years

5. What is your role in the Bole expansion project?

_________________________________________

Section Two. Quality Practices Related Questions

1. What is your perception of project quality management?

☐ Elimination of defects ☐ A tool to increase profits

☐ A competitive advantage ☐ If Other, Please Specify _______________

2. Does the project provide the staff with continuous trainings regarding project quality
management?
☐ Yes ☐ No ☐ Not Sure

3. If your answer for question (2) is “YES”, how often?

☐ Monthly ☐ Quarterly ☐ Semi-annually ☐ Yearly

4. Does the project have any International Quality Certifications?

☐ Yes ☐ No ☐ Not Sure

63
Section Three: Quality Management Process
The following are practices of quality in the expansion project of Bole International Airport. Please
indicate your level of agreement on the following statements regarding to your project
Please put a tick mark “ ” the one that represents you most appropriately. Using the keys (Where:
1= Strongly Agree, 2 = Agree, 3 = Neutral, 4 = Disagree, 5 = Strongly disagree)

3.1 Quality Planning

Questions (1) (2) Agree (3) Neutral (4) (5)
Strongly Disagree Strongly
Agree disagree
1. The project scope is well-
defined and aligns with the
project objectives
2. The project scope is
somewhat defined and
aligns with the project
objectives.
3. The project scope needs
further definition and
alignment with the project
objectives.
4. The project scope is poorly
defined and does not align
with the project objectives.
5. The project scope is
completely undefined and
does not align with the
project objectives.
6. The project plan is
comprehensive aligned
with the project objectives.
7. The project quality plan is
regularly reviewed and
updated to ensure it
remains relevant.
8. The project plan includes
all necessary tasks and
resources and is aligned
with the project objectives.

9. The project plan includes a

detailed timeline and
milestones for each task.

64
3.2 Quality Assurance

Questions (1) (2) (3) Neutral (4) (5)

Strongly Agree Disagree Strongly
Agree disagree
1. Quality assurance processes
and tools are in place to
maintain the desired level
of quality throughout the
project.
2. Quality assurance processes
and tools are somewhat in
place to maintain the desired
level of quality throughout
the project.
3. Quality assurance processes
and tools need further
development to maintain the
desired level of quality
throughout the project.
4. Quality assurance processes
and tools are poorly
developed and do not
maintain the desired level of
quality throughout the
project.
5. There are no quality
assurance processes and
tools in place to maintain the
desired level of quality
throughout the project.
6. Consistently following
quality assurance processes
ensure the desired level of
quality throughout the
project.
7. Integrating quality assurance
processes into every stage of
the project and having
continuous improvement

8. Quality assurance processes

are regularly audited and
improved based on feedback
and data.

65
3.3 Quality Control

Questions (1) (2) Agree (3) Neutral (4) Disagree (5)

Strongly Strongly
Agree disagree
1. The project is closely
monitored and controlled
using data-driven metrics
and tools to ensure it stays
on track and within budget
see.
2. The project is somewhat
monitored and controlled
using data-driven metrics
and tools to ensure it stays
on track and within budget.
3. The project needs further
monitoring and control
using data-driven metrics
and tools to ensure it stays
on track and within budget.
4. The project is poorly
monitored and controlled,
relying on subjective
assessments and leading to
delays and cost overruns.
5. There is no monitoring and
control in place, leading to
complete chaos and failure
of the project.
6. Monitoring and controlling
the project closely using
data-driven metrics and
tools to ensure it stays on
track and within budget.

7. Monitored and controlled

the project closely using
real-time data.

66
Section Four: Quality Management Practice

4.1 Top Management Support

(1) (2) (3) Neutral (4) (5)

Questions Strongly Agree Disagree Strongly
Agree disagree
1. Top management provides
clear direction and support
for the project.
2. Top management provides
some direction and support
for the project.
3. Top management needs to
provide more direction and
support for the project.
4. Top management provides
little to no direction or
support for the project.
5. Top management actively
hinders the project's
success.
6. Providing good connection
between top management
and employees
7. Top management provides
the necessary resources to
complete the project
successfully.
8. Organization’s top
management evaluating
quality performance
9. Organization’s top
management accepting
responsibility for quality
performance
10. Major department heads
within the organization
participating in the quality
improvement process
11. Quality issues reviewed in
organization’s management
meetings.

67
4.2 Commitment of Project Participant
(1) (2) Agree (3) (4) Disagree (5)
Questions Strongly Neutral Strongly
Agree disagree
1. The project team is fully
committed to the project's
quality success.
2. The project team is
somewhat committed to the
project's success.
3. The project team needs to be
more committed to the
project's success
4. The project team is not
committed to the project's
success.
5. The project team actively
works against the project's
success.
6. The organization’s
management adapting to the
new ideas that employees
come up with.

4.3 Communication
(1) (2) Agree (3) Neutral (4) (5)
Questions Strongly Disagree Strongly
Agree disagree
1. Communication channels are
open and effective, allowing
for timely and accurate
information sharing.
2. Communication channels are
somewhat open and
effective, but could be
improved.
3. Communication channels
need further development to
be open and effective.
4. Communication channels are
poorly developed and hinder
project progress.

68
 5. There are no communication
channels in place, leading to
complete chaos and failure of
the project.

6. Providing timely and

accurate information sharing
between project team.
7. Establishing communication
links between employees and
top management.

4.4 Regular budget update

(1) (2) Agree (3) (4) (5)
Questions Strongly Neutral Disagree Strongly
Agree disagree
1. The project budget is
regularly reviewed and
updated to ensure it
remains relevant and
sufficient.
2. The project budget is
somewhat reviewed and
updated to ensure it
remains relevant and
sufficient.
3. The project budget needs
further review and
updating to ensure it
remains relevant and
sufficient.
4. The project budget is
poorly reviewed and
rarely updated, leading to
cost overruns and delays.
5. There is no project budget
in place, leading to
complete chaos and
failure of the project
6. Non-delay of interim
payments
7. Having separate budget
allocation for quality
management

69
4.5 Resource related
(1) (2) (3) (4) (5)
Questions Strongly Agree Neutral Disagree Strongly
Agree disagree
1. The project team has the necessary
resources and skills to complete
the project successfully.

2. The project team has some

necessary resources and skills to
complete the project successfully.

3. The project team needs further

resources and skills to complete
the project successfully.

4. The project team lacks necessary

resources and skills, leading to
delays and poor quality.

5. The project team has no necessary

resources or skills, leading to
complete failure of the project.

6. Providing necessary quality

management training courses for
labors

4.6 Client or customer focus

(1) (2) (3) (4) (5)
Questions Strongly Agree Neutral Disagree Strongly
Agree disagree
1. The project team is focused on
meeting the needs and
expectations of the client or
customer.
2. The project team is somewhat
focused on meeting the needs
and expectations of the client or
customer.

3. The project team needs to be

more focused on meeting the
needs and expectations of the
client or customer.

70
 4. The project team is not
focused on meeting the needs
and expectations of the client or
customer.
5. The project team actively
works against meeting the
needs and expectations of the
client or customer.
6. The project team accepts
customers feedback on quality
and delivery performance

7. used customer complaints as

input to improve the
organizations quality.

4.7 Continuous improvement

(1) (2) (3) (4) (5)
Questions Strongly Agree Neutral Disagree Strongly
Agree disagree
1. The project team is committed to
continuously improve the processes
and outcomes of project quality.

2. The project team is somewhat

committed to continuously
improving processes and outcomes.

3. The project team needs to be more

committed to continuously
improving processes and outcomes

4. The project team is not committed

to continuously improving
processes and outcomes.

5. The project team actively resists

changes and improvements,
hindering project progress.

6. Ensuring employees capability of

adapting better ways of improving
the project quality.

7. Self-assessment processes taking

place on a regular basis.

71
72